An Agile Approach to "Metrics": Applied Macromeasurements to

An Agile Approach to "Metrics": Applied Macromeasurements to free pdf ebook was written by Rpellettieri on June 17, 2010 consist of 6 page(s). The pdf file is provided by danube.com and available on pdfpedia since April 07, 2012.

an agile approach to “metrics”:
applied macromeasurements to ensure
on-time delivery
this article..them
you get what you measure. if you are only interested..is necessary to
avoid entropy. this leader’s first responsibility is to...

An Agile Approach to “Metrics”:Applied Macromeasurements to EnsureOn-Time DeliveryThis article challenges the value of traditional metrics for managing productdevelopment schedules and presents a reality-based alternative which iscompatible with Agile approaches such as Scrum and XP.It is written for development managers or Scrum Product Owners who want to make decisionsbased on empirically derived schedule forecasts instead of shooting in the dark.WHY SHOULD PRODUCT OWNERS FOCUS ON THE BIG PICTURE?Management by micromeasurements leads to micromanagement. Examples ofmicromeasurements are:• Tracking intermediate development milestones such as requirements documents, designdocuments (UML, database schema diagrams, etc.), test plans, and other activities typicallydepicted on the Gantt charts of waterfall and RUP projects• “Metrics” such as number of Source Lines of Code (SLOC) created• In Scrum, the daily Sprint Burndown Chart12• Tasks and the actual hours expended on themYou get what you measure. If you are only interested in showing how hard you’ve tried to meet agoal, traditional metrics will serve you well. Unfortunately, they tend to create “perverse incentives”that detract from the larger goals of delivering working maintainable product quickly.We have observed that project after project will appear to be on track according to traditionaltracking methods, only to disappoint customers when it comes time to show a functional product3.Does this mean the organization leader should cease all measurement and hope for the best?Certainly not! Agility is not anarchy; Agility entails a continuous feedback loop between thedevelopment team and the product’s targeted marketplace. Inspect and adapt! The ProductOwner’s feedback regarding the extent a team’s activities meet organizational goals is necessary toavoid entropy. This leader’s first responsibility is to provide vision and feedback to what extent theteam’s efforts satisfy the vision.WHAT ARE SOME USEFUL BIG-PICTURE MEASUREMENTS?If you’re interested in meeting business objectives, your metrics andtargets should focus on real, irrefutable progress. If you are ultimatelyinterested in rapid, sustainable shipment of functioning product, why notalign your metrics accordingly?VelocityIf you are ultimatelyinterested in rapid,sustainable shipment offunctioning product,why not align yourmetrics accordingly?Scrum emphasizes demonstration of potentially shippable productincrements at regular, frequent intervals, starting with the first iteration (30 days or less).Demonstrable increments of functionality force end-to-end validation of the vision, therequirements, the steps necessary to implement them, and the schedule forecast. The SprintReview Meeting at the end of each iteration provides an opportunity to measure Velocity.

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